Human resources and labor relations

New priorities for Dutch HRM

Article Abstract:

Human resource management (HRM) in Holland has evolved in line with the economic climate that prevailed in various periods in the past. In the 1950s and 1960s, when centralized wage determination was the norm, Dutch HRM placed its focus on job evaluation and wage management. In the early 1970s, however, the onset of a new labor-relations regime shifted Dutch HRM's focus to decentralization and shopfloor consultation. The oil shocks in the mid- and late 1970s triggered another change in Dutch HRM as sharp increases in unemployment shifted the focus to ways of maintainng jobs and avoiding forced dismissals. By the mid-1980s, a strong economic recovery made it possible for HRM innovations to become more widely discussed as corporations began experimenting with such matters as flexibility and strategic planning. In the early 1990s, priorities are once more changing, with European integration and managing change emerging as popular themes in Dutch HRM.

When personnel calls in the auditors

Article Abstract:

The audit of personnel activities and cost (APAC) provides a specific and unbiased mechanism for analyzing the performance of personnel units and the changes that their operations undergo and how that performance compares with other companies. Thus, benchmarks can be established in terms of internal development through comparison of standards across different organizations. APAC involves a three-tier strategy in the appraisal of HR performance. The first module identifies the activities of the personnel function and its contribution to the company. The second module, on the other hand, is designed to determine the level of satisfaction from personnel service. The last module is for evaluating if appropriate measures are being implemented in policies and procedures. Application of APAC by the Berkshire County Council is also discussed.